Learning Event 3 6 th March 2013 Middlesbrough Leadership and Improvement Programme

∂ All models are wrong but some are useful” W Deming

∂ Katzenbach’s (1993) definition of a team: A team is a small number of people with complementary skills who are committed to a common purpose, performance goals and approach for which they hold themselves mutually accountable.’

∂ What Are The Characteristics of a High Performing Team?

∂ The Culture of High Performing Teams Feeling empowered by being trusted to take decisions Feeling actively supported in developing one’s strengths Believing people were willing to listen to ideas Time was made for staff to discuss problems & issues, despite the busy schedule Feeling all staff were involved in developing the vision Feeling involved in determining how to achieve the vision High use of face-to-face communication Source: Alimo-Metcalfe, B., Alban-Metcalfe, J., Samele, C. Bradley, M. & Mariathasan, J. (2007)

∂ Lessons from High Performing Teams Engaged important stakeholders Shared vision of high quality user-centred services Clarity of desired outcomes – stretch goals Leadership is distributed Learning organisation culture – innovative & adaptable Team focus and support Source: Alimo-Metcalfe et al., (2007) ‘The impact of leadership factors in implementing change in complex health and social care environments: Department of Health NHS SDO, Project 22/2002.

∂ The Team Performance Curve Katzenbach and Smith Working group High-performing team Real team Potential team Pseudo- team Team effectiveness Performance impact

∂ Focusing on team basics Katzenbach and Smith (1993) Problem solving Technical/function Interpersonal Mutual Small number of people Individual Specific goals Common approach Meaningful purpose Skills Accountability Commitment Collective work products Personal growth Performance results

∂ Six team basics define the discipline required for team performance Small number – generally less than 12 No team performs without complimentary skills Team must have: ₋ a common purpose ₋ commons set of specific performance goals ₋ commonly agreed working approach Hold each other mutually accountable for performance Other areas such as trust, openness, good communication etc. transcend the six basic disciplines

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∂ “Nice Teams Finish Last” Don't rock the boat. Don't make waves. Don't offend anyone - but over-politeness keeps teams from being productive. Encourage skills such as constructive criticism, honest communication, and the kind of conflict that drives innovation and quality without hurting feelings or creating enemies. From giving clear, sharp feedback, to effectively challenging others

∂ Effective Teams A team is not a bunch of people with job titles, but a congregation of individuals, each of whom has a role which is understood by other members. Members of a team seek out certain roles and they perform most effectively in the ones that are most natural to them. Dr. R. M. Belbin

∂ Belbin – Team Roles Categories Action-orientated roles shaper implementer completer/finisher People-orientated roles co-ordinator team worker resource investigator Cerebral roles plant monitor evaluator specialist Belbin (1993)

∂ Some Thoughts on Leading Teams Genuine concern for others Ability to communicate and inspire Decency Humanity Humility Sensitivity Respect for others Professor Beverley Alimo-Metcalfe summarises the seven qualities as the leader being a servant not a hero